How people in organizations think and behave. Focuses on how leadership and motivation affect individuals and teams in the workplace and a global business context. Prerequisites: BSAD 010 or BSAD 020 or EC 011 or EC 012 with a minimum grade of C-, or Instructor permission; Business Administration, Computer Science & Information Systems, Engineering Management, Dietetics, Nutrition & Food Sciences major; Business Administration minor, Sports Management minor or Instructor permission; minimum Junior standing.
BSAD, CSIS, EMGT, DNFS majors and BSAD minors; SMGT minors by permission; Minimum Sophomore standing; Prereqs enforced by system: BSAD 010 or BSAD 020 or EC 011 or EC 012; Required course specific fee of $25; Open to Degree and CDE Students. DNFS/NFS students for permission contact: Samantha Williams: email@example.com.
In an increasingly globalized and competitive business environment, an organization’s people can be a valuable source of sustained competitive advantage. How employees are treated, managed, and led matters: It affects their happiness, sense of fulfillment, health, and overall well-being; it also affects employees’ work motivation, commitment, job performance, and other behaviors that have non-trivial consequences for an organization’s well-being. It is self-evident to many that managers need to develop and use leadership and other organizational behavior skills to be effective. But the same can be said for most other organizational members because the traditional lines of the past between ‘manager’ and ‘employee’ are increasingly blurry and sometimes barely visible: Work is increasingly performed through employees who operate autonomously, self-directed work teams, and participatory approaches that are somewhat “indifferent” to hierarchy and defined reporting lines, and often span departmental, divisional and even organizational boundaries. This course is about people in organizations. Emphasis is placed on understanding how the decisions and behaviors of team members, managers and leaders shape and influence—for better or for worse—the motivation, attitudes and performance of other employees. Course material is derived from decades of rigorous scholarly research, empirically-supported theories, established ‘best practices’, and recent insights from innovative work in the organizational behavior and management disciplines (and, in some cases, from their disciplinary ‘siblings’ like human resource management, organizational development, and applied social psychology). The material in this course is firmly grounded in an evidenced-based philosophy of practice that is reflected in the concepts, theories, and frameworks covered (and not covered!) in each class, and in the accompanying considerations of their application and use in practice. This course is also experiential and interactive. In-class exercises and other course activities provide opportunities for students to apply course material to improve their self- and other-awareness, and inform their efforts to be mindful and intentional about how they lead and interact with others in work and non-work contexts. The course content and its delivery is designed to help students develop a foundation on which they can build a valuable set of interpersonal skills—if, and only if, they’re determined to do so. For most people, achieving meaningful improvements in collaboration, leadership or other relational skills is hard work, and it requires ongoing practice and a long-term commitment to continuous self-improvement and growth. And, nearly everyone who’s invested significant time and energy doing so will tell you that it’s definitely worth it. The capstone experience in this course occurs through students working in teams to apply material from all three units to a case involving multiple employment relationships in a complex organizational context. Teams will need to apply their collaboration skills to effectively plan, coordinate, and conduct thoughtful analyses of the case, and develop an approach to present their work in a manner that demonstrates a deep understanding of course material and ability to apply it. Students will also be placed in the role of team leader, drawing on course material to inform decisions and plans to improve the team’s ability to achieve its objectives. These activities are designed to foster students’ teamwork, leadership, critical thinking, and presentation skills.
COURSE CONTENT Unit 1 - Employees: Job Performance; Organizational Commitment; Job Satisfaction; Employment Relationship (Organizational Justice, Perceived Organizational Support, Trust …) Unit 2 - Teamwork: Team Development; Team Composition; Process Loss and Constraints on Decision Making; Team State (Cohesion & Norms) and Interdependence. Unit 3 - Leadership: Power & Influence; Leadership Styles; Fostering Motivation; Shaping Organizational Culture. REQUIRED TEXT Colquitt, Lepine, & Wesson (2018). Organizational Behavior: Improving Performance and Commitment in the Workplace (6th Edition). New York, NY: McGraw-Hill. ISBN# 9781260660739 The 6th Edition is required for this course (McGraw Hill’s “Connect Plus” is NOT required). The ISBN number listed above is for the loose-leaf version of the textbook, which is available for purchase at the UVM bookstore. If you buy the textbook elsewhere, the hardcover version of the 6th Edition should be identical to the loose-leaf version in content and pagination.
A mix of individual tests, team challenges and presentation, and participation
Remote (View Campus Map)
to on Monday and Wednesday
Note: These dates may not be accurate for select courses during the Summer Session.
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